Bas Reus' quest on self-organization and online collaborative spaces

The inevitable instability of systems

Posted in self-organization by Bas Reus on July 2, 2013

Sometimes we tend to believe in the stability of systems. Systems are sometimes designed, think about road- or rail systems, or sometimes they are discovered, like stellar systems or the behavior of ant colonies. We design for the best, making it as robust as possible. Or when we discover them, we are amazed about the complexity of it. In most cases, we just don’t understand them with the universe as we know it as the best example.

Why is it that we tend to think that systems need to be stable? Cant’t we just accept that everything where energy (or another flow) is involved is by definition unstable? Sometimes a system appears to be stable, but in time it will become unstable and ultimately it will collapse. Road systems will collapse because too many cars drive on them, because there is not enough construction, or because they become superfluous. Stellar systems are unstable because they will collapse with others or they faint away (no more energy), and ant colonies will disappear.

My understanding is that every system that is created at some point will disappear at another point, and that energy is the fuel that is needed to create and maintain it, but that energy will also destroy it. Without energy a system is dead (maybe stable?), therefore it is inevitable that a system is unstable by definition. So the only stable system might be a dead system. Characteristics of a system are structure, behavior and interconnectivity, all three influence each other resulting in change in those characteristics. While a system exists, those three characteristics influence and change each other. At one point a minor change can start the disruption of the system.

Stable vs. unstable

By accepting that systems are per definition unstable, can we design better systems? Let go of control, and accept that the end of one system can mean the beginning of another. Or by letting two systems collapse in a controlled manner, this can mean the start of a new (and perhaps better) one. If we bring this philosophy into organizations (or economies), what can we learn from this? Can we develop new design principles that respect the temporal nature of systems? What is we always include a scenario of the end of the system while we design it? I think this would be a lot better. Think about the current banking issues. Banks collapse, and we try to ‘save’ them. It is basically a quick fix without thinking things through. We think this system is needed, but we haven’t thought through alternatives, and certainly did not think about what to do when this system might fail at some point, certainly not when this system was introduced.

The banking system is not needed for humanity. At some point it seemed a good system for us, and it still might be for some time despite the huge financial injections. But this system is not there forever, and we have seen it’s weaknesses. One of the best example of a temporary system is the democratic system. By definition we accept that they are unstable, and we’ve built in rules to make sure it will collapse quickly. It is not the most efficient system, but it is a system that renews itself on a regular basis. While the democratic system itself can collapse as well, we do not try to make it efficient and stable. That would bring us to dictatorship, which is efficient but has it’s disadvantages.

So, maybe more questions than answers or solutions, and maybe questions that were asked many times before, but some questions need to be asked again and again. Last but not least: systems are interconnected not only with itself, but also with other systems. Let’s not forget that one while designing systems. Instability of one system might be needed (or even crucial, think about day and night, rain and drought) for the stability of another.

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Panarchy, governance in the network age?

Posted in self-organization by Bas Reus on January 26, 2010

In the search for alternative modes of organization, I have come along a few already on this blog. In a comment on my earlier post on wirearchy, I already mentioned the concept of panarchy. Heterarchy, wierarchy and panarchy, all three are suggestions of how organization can be accomplished using alternative modes, in particular in situations where connections are easily accomplished by having online means of connecting. In this post I will try to unravel panarchy, according to Paul B. Hartzog this is a way governance can work in the network age. So what is panarchy? For the ones that have never heard of the concept before, it is the cumulative effect of the shift from hierarchies to networks is a system of overlapping spheres of authority and regimes of collective action, according to Hartzog. In short:

Complexity + Networks + Connectivity => Panarchy

The essay of Hartzog, which is a highly recommended read, explains the theoretical backgrounds and some real-world examples. I’m not an expert on this subject, but I do believe that we are reaching a point where other types of governance are better alternatives as opposed to hierarchical ones. I believe that global crises are about to occur much more often and that we should accept the fact that crises are a characteristic of our modern time. Instead of dealing with crises like we are doing today, that is fight them and trying to reach a stable equilibrium like we were used to do in the past, it is time to accept crises because of the properties of panarchy (such as complexity, networks and connectivity) are increasing and increasing, making the world more and more complex. This situation asks for systems that are complex as well, and not rigid, but rather flexible or fluid, like water that adapts to its environment. Water is a great metaphor here, it is strong, adaptive, and has some characteristics that always work within the same conditions. If we see situations we call crises now as reality and a logical result of increasing complexity, we don’t have to call these situation crises anymore.

So can panarchy be something like governance in the network age? That is a question which I find quite hard to answer. Is it a form of governance that encompasses all other forms? Or better, is there a form of governance that encompasses all other forms? Yes, you can call the shift panarchy if you like, but what’s the use of that? The paper I referred to does a great job in explaining what panarchy is, and Hartzog argues that it has the potential of becoming the dominant form of governance in the future. The importance of debates like this in my opinion is that many people still work and make big decisions that worked out well in earlier times, but not that good in the present time and not all in the future. The shift that we’re in, that the world is in, ultimately will lead to different modes of organization and governance. Power is more distributed, people are more connected and knowledge is created and transported in networks. Maybe one of the most important things that is happening, is that decision making is changing. It is changing in terms of who are able to make decisions because of where the knowledge is available, who can make the better decisions because of where the most accurate knowledge is available, and who are able to distribute the knowledge to let others make the decisions.

Ok, admitted, the end of the previous paragraph is nothing more than elaborating on the beginning of the previous paragraph and does not directly contribute to the main question here, but that is because (tacit) knowledge and decision-making are closely related to complexity, networks and connectivity, or panarchy if you like. And if the best decisions should be made, governance is important as well as organization. In addition to heterarchy and wirearchy, can panarchy help us as well?

What defines a system? And what not?

Posted in philosophy, self-organization by Bas Reus on December 21, 2009

Well, after some posts about systems thinking and complex adaptive systems, the discussions where fruitful, but many of us are still disagree quite strongly about certain statements I or others have made in these posts and discussions. One of the disagreements is whether an organization is a system or not, or if you can look at an organization like it is a system. For me, it’s not 100% clear what a system is. Neither is it clear for me whether an organization is a system or not. What helps me, is to look at an organization as if it were a system, like for example Carter MacNamara does.

Some of us, myself included, thinks that it would help if we can agree on an operational definition of a system first. It would help in the dialogue, in discussing some topics that are strongly related to systems. It helps if the discussion would not be distracted by defining what a system is or is not. In this post I will try to accomplish to define a system. While this can seem as a useless try, because it seems so obvious to many, I think it can help. To start as blank as possible, let’s have a look what our friend Wikipedia says about systems:

A system is a set of interacting or interdependent entities forming an integrated whole. The concept of an ‘integrated whole’ can also be stated in terms of a system embodying a set of relationships which are differentiated from relationships of the set to other elements, and from relationships between an element of the set and elements not a part of the relational regime.

Quite abstract definition. But hold on, the definition of a system is further characterized by the following common characteristics:

  • Systems have structure, defined by parts and their composition;
  • Systems have behavior, which involves inputs, processing and outputs of material, energy or information;
  • Systems have interconnectivity: the various parts of a system have functional as well as structural relationships between each other.

Let’s try to zoom in on some parts of this definition. Structure and interconnectivity is a rather common characteristic of many concepts. I think we can skip these here. The problematic characteristic is behavior. Apparently it involves input, processing and output, like a black box. What kind of behavior do we mean? Just systematic? Is it standard, predictable behavior? Or is complex and unpredictable allowed as well? Does the behavior show patterns or not? Are these causalities or not? Can a system always be optimized and made more efficient? Is there always a negative feedback loop in a system to control its behavior? Is there a desired state? All questions that are difficult to answer, but can be relevant when trying to zoom in on the behavior of a system. Another question is, which behavior makes it impossible to be a system? When can’t we speak of a system?

When thinking about systems and organizations, you immediately come across the differences between the two. People like to compare the two, because many people like to think that organizations can be controlled. However, unlike most natural systems, organizations are started and end in failure many times. Many times they fail because it can’t be controlled. It is more complex.

This comparison is clearly a problem we can not easily solve. It is quite philosophic, and it depends on what your worldview is how you look at it. However, a workable definition we can agree upon would be nice for the dialogue, so we can make the next steps. Unfortunately, if we look at systems like systems philosophy, it gets even more difficult.

According to systems philosophy, there are no “systems” in nature. The universe, the world and nature have no ability to describe themselves. That which is, is. With respect to nature, conceptual systems are merely models that humans create in an attempt to understand the environment in which they live. The system model is used because it more accurately describes the observations.

According to the above definition, there are no natural systems, only models. More on systems philosophy:

Systems are further expressed by listing the elements relationships, wholes, and rules associated with that system. Again, this is an arbitrary exercise true of all models humans create.

If it was difficult to define what a system is or is not, it sort of becomes impossible by now by using the word arbitrary. No wonder we cannot come to an agreement, and no wonder the discussion was taken over so often by the systems discussion. Can we say that everybody’s arguments are arbitrary? Does it all depend on the philosophical worldview (organic, mechanistic and process) you have that all compete with each other?

I started this post with two questions, but now I have many more questions instead of answering the first two. Not a problem at all, however, I hoped to come to a workable definition that would help structure the dialogue. Perhaps too much to ask for in a single try. I hope that you can add your view on the definition of a system, that will contribute to the understanding of systems thinking, complex adaptive systems and other concepts alike. Not to mention open and closed systems, or stochastic and deterministic systems.

Systems thinking

Posted in philosophy, self-organization by Bas Reus on November 3, 2009

Inspired by the many comments on previous posts and their deferring visions (myself included) about systems, systems thinking and systems theory, I thought it was time for a post about these subjects. For now I will focus on systems thinking. We talked about whether organizations are systems or not, what systems are and are not, and if it helps to compare organizations with systems. Very precarious matter, it seemed. To me, it is precarious as well. To compare two things with each other is always tricky. Do we share the same vocabulary? Are we referring to the same? Are we oversimplifying the subject matter? Talking about organizations makes it even more trickier, because no organization is the same. The forms of organizations can differ, let alone the people who make up the conversation of organization. Think Wittgenstein here…

Apple_and_Orange_-_they_do_not_compareLike many people, I like to understand certain phenomena. If we do not understand, we tend to compare these phenomena with ones we do understand, or think we understand. That comparison should help us with understanding the more complex phenomena. While this can be a strategy that helps us, it can distract us from the important aspects of these phenomena as well. This is always a pitfall when comparing apples and oranges. However, systems thinking is not just an apple or an orange, it can make sense to make use of systems thinking to try to understand tiny parts of a larger unit, in relation to other parts.

Can’t we think of organizations as systems at all? It depends on the vocabulary we use and have in common. I think it can help to deduct to some smaller pieces present in organizations. Carter McNamara shares his view, and it contributes to my understanding. His statement on what a system is, shows the complexity of a system:

A pile of sand is not a system. If one removes a sand particle, you’ve still got a pile of sand. However, a functioning car is a system. Remove the carburetor and you’ve no longer got a working car.

The statement above is a somewhat simple example, that illustrates the complexity of a system. When you remove a lot of particles, the pile will collapse or even disappear. Translated to an organization, it becomes apparent what the problem with the comparison between systems and organizations is. Like with systems, every particle in an organization plays a role. It influences other parts. Maybe some particles can easily be removed, because they have little or no influence on other parts. The organization still works as expected, but we call it more efficient. Some particles are more difficult to replace, it has more influence on other parts and the organization will change as a result. Unlike with systems, there are no two particles alike when humans are involved. Therefore, the statement above doesn’t help me that much. The comparison is still a problem. What helps, is the statement of the same Carter McNamera when he explains why it is important to look at organizations as systems.

The effect of this systems theory in management is that writers, educators, consultants, etc. are helping managers to look at organizations from a broader perspective. Systems theory has brought a new perspective for managers to interpret patterns and events in their organizations. In the past, managers typically took one part and focused on that. Then they moved all attention to another part. The problem was that an organization could, e.g., have wonderful departments that operate well by themselves but don’t integrate well together. Consequently, the organization suffers as a whole.

This is helpful. Organizations are not systems, but it helps to look at an organization as if it were a system. Changing something in the organization always has influence on other areas in the organization. The comparison refers to complexity, both organizations as well as systems are complex. It can help to deal with the complexity of an organization. But then again, by looking at it as a system you should not make it a system, the processes that occur in organizations are not comparable to systems at all.